Please use this identifier to cite or link to this item :http://hdl.handle.net/2066/160412

Display more details

Subject:

Institute for Management Research

Organization:

Organisatie-ontwikkeling

Journal title:

Strategic Organization

Volume:

vol. 14

Issue:

iss. 3

Page start:

p. 181

Page end:

p. 219

Abstract:

This study addresses the question of how established organizations develop new business models over time, using a process research approach to trace how four business model innovation trajectories unfold. With organizational learning as analytical lens, we discern two process patterns: “drifting” starts with an emphasis on experiential learning and shifts later to cognitive search; “leaping,” in contrast, starts with an emphasis on cognitive search and shifts later to experiential learning. Both drifting and leaping can result in radical business model innovations, while their occurrence depends on whether a new business model takes off from an existing model and when it goes into operation. We discuss the implications of these findings for theory on business models and organizational learning.